Abstract

Literature on social and organisational identity is reviewed to propose that a separate form of organizational identity exists, based on shared beliefs among organisational members. The analysis highlights the importance of organisational values and the need to study values as an integral part of the CSR concept. Moreover, the analysis suggests that the instrumentality of CSR as a marketing tool is now commonly acknowledged by organisational members affecting the ability of CSR identity to influence attitudes and behavior, even when an affective commitment exists.